Qanta的国际市场营销研究--悉尼Assignment代写范文

悉尼Assignment代写范文:“Qanta的国际市场营销研究”，这篇论文主要描述的是澳航是一件在世界上颇有名气的航空公司，最初澳航的发展主要以昆士兰州和北部地区为主，但是随着澳航的快速发展，澳航的规模也在不断的壮大的，在1993年被评为世界最顶尖的国际航空服务公司，随着航空市场的不断壮大，澳航的发展也迎来了新的挑战，澳航如何改变现有的国际市场营销策略，迎合消费者的需求，在这场航空领域的市场竞争中取得胜利，这就是本文所研究的内容。

1.0 Introduction

As the kangaroo sign, the name of Qantas has been well known in the world. Originally, Qantas is an airline company, organized by personal investors in 1920. The initial name of Qantas is Queensland and Northern Territory Aerial Service Limited. Qantas has developed into a large scale. In 1993, Qantas was awarded as top 10 aerial service companies in the world by IATA. There are about 30,000 employees. In addition, Qantas transports about 14,000,000 passengers every year with 140 airplanes in service. Qantas became the first foreign company having Boeing 747, and open the era of supersonic planes (Aharoni & Nachum, 2013). As the biggest and the oldest airplane company in Australia, Qantas is facing the challenges in international marketing.

2.0 Globalisation

Globalisation has deeply changed our world, and still changing the way we work, the way we consume and the way we participate. Meanwhile, globalisation also improves a higher level competition.

As the biggest country in the southern hemisphere, Australia has its rich travel resources. The aerial transportation in Australia bloomed with the development of tourism and multilateral trade. By far, there are 54 aerial service companies in Australia, including Qantas and Virgin Australia. In Australia’s aerial transportation market, the aerial service companies from Oceania and Asia dominate a large proportion of market share and air route density in Austria.

According to the data analysis of passenger’s resources, Hong Kong and Singapore occupy the predominance in the market of Australia’s aerial transportation market. They have 15% and 7.7% of passengers respectively.

2.1 Process

Qantas formulated a Frequent Fly Program in order to improve a high engagement level and promote its reputation on a global scale. In this program, Qantas established a global platform to attract passengers from Europe and America.

Meanwhile, the low-cost flight company, Jetstar strengthen the market position of Qantas in The Asian-Pacific region region. Although Qantas is facing a serious financial crisis, its subordinate company Jetstar is still obtaining a stable profit. A new market positioning help Qantas to keep moving in the path of globalisation.

2.2 Drivers

As the development of consumption level, more and more passengers choose air as their transportation form. Meanwhile, international air route help aerial service to increase its profit to a large extent. Thus, globalisation becomes a significant strategy for Qantas to promote its international brand influence.

Distinguished from other service, aerial service requires a higher engagement level with their frequent passengers in strong competition. Globalisation helps the companies to integrate various services and improve its service quality.

Besides, regulation factors, geographical factors, economic factors and culture factors could also influence the current market mix in the globalisation process.

2.3 Challenges and Competitions

There is an obvious geographical feature in the international market of Qantas. The major air route cover of Qantas focuses on Asia and Oceania. Passengers from Asia occupy about 60% of international transportation volume. Since there are a few aerial services companies from North America, South America and Europe, the passenger’s transportation volume is quite small in the meantime (Bugayko et al, 2013).   

Besides, aerial service business in Asia has formed a diversified structure. Its geographical service range involves with East Asia, North Asia, South Asia and Southeast Asia. Furthermore, there are some aerial service companies with great reputation and performance, such as Singapore Airline, Cathay Pacific Airline, and Emirate Airline.

Despite Qantas occupies about 60% market share in domestic air transportation, its international air routes competitive power is still relatively low. Comparing with the major competitors in the Asian-Pacific region and Middle-East region, the high cost of Qantas reduces its international competitive power.

On the other hand, the reorganization in global scale brings several risks for Qantas. For instance, the development of cooperate company might shake the market position of Qantas, which influence the cooperation depth and efficiency. Additionally, strong dissatisfaction from local employees would exert a huge pressure for the high-level of Qantas. In 2011, the Labour Union of Qantas organized a strike in order to protest the shift of international businesses. This strike negatively influenced the brand image of Qantas in a global scale. Furthermore, in order to punish its employees, Qantas decided to cancel all the flights for several days, which seriously damage the profit of Qantas, especially international flights (Ritson, 2011).

2.4 Impacts

Globalisation produces more integrated services and improve the service efficiency. Passengers would enjoy more customized and suitable services.

However, globalisation will strike some native business. Since globalisation involves with outsourcing, native business structure needs to be fixed. For instance, Qantas establish its subordinate company Jetstar in The Asian-Pacific region Different from Qantas, Jetstar absorbed more employees from Japan, Singapore and Thailand. As a result of shifting international businesses, the domestic labour union would place a strong resistance in the further process of globalisation (McCarthy, 2012).

Meanwhile, globalisation provides an opportunity for Qantas to improve its international competitive power and reduce its cost. With the reorganization, Qantas could optimized its structure and adapt to more international businesses. In addition, with operating different subordinate companies, Qantas promote its market mix and market segmentation (Sarina & Lansbury, 2013).

3.0 Economic Factors

Since civil aviation market is facing an economic crisis, Qantas established its subsidiary company, Jetstar airline. Jetstar airline offers low-cost flight to connect various main transit cities in Asia and Australia (Fickling & Wang, 2012).

Actually, Jetstar and the Frequent Fly Program have gotten a large profit by far. To a large degree, Jetstar and the FFP made up for the deficit from Qantas and its cargo division.

Under this circumstance, low-cost flight from Jetstar helps Qantas to improve its air transportation among different transit cities in Australia and Asia. An optimistic economic environment creates more globalisation channels for Qantas.

Furthermore, the development of tourism in Australia attracts over 5 million passengers per year, which contribute a large number of transport volume for Qantas. In addition, an increasing amount of overseas student is another emerging economic contributor for aerial service in Australia.

For the Australians, travelling by air is the major way for them to visit another country. Meanwhile, with the development of life quality, people prefer to choose airplane since its high efficiency and comfort. Consequently, the potential market for Qantas is keeping expanding.

4.0 Environmental Factors

Because of the geographic feature, some cities in Asia are important transfer stop between Australia and Europe, Africa and America. Those intermediate cities include Hong Kong, Singapore, Bangkok, Dubai and Seoul. Transit passenger flow occupies a large proportion of the passengers heading to these places (Schofield, 2011).

Australia, as a starting station, has a geographic advantage. A great number of passengers choose some cities in Asia as transit station. Qantas has a great performance in those transit cities. For instance, Qantas occupies 22% of market share in Singapore, 5% in Bangkok and 25% in Hong Kong.

In addition, population density in Australia is relatively low. Airplane becomes the major choice for Australian to travel among different cities. This feature provides a larger market for Qantas to strengthen its domestic business.

Moreover, the Asian-Pacific region is the most potential market for the global aviation industry. In 2011, the airline profit in the Asian-Pacific region reached about 0.2 billion dollars, which occupied over half of global total airline profit. Hong Kong airport has become the busiest airport in the world.

Asia owns the most rapid growing middle class consumers. This client group provide Qantas a shortcut to entry new market, such as India and China. Billions people grasp an enormous amount of air transportation demand.  Hence, developing more customized products and services would be the first place for Qantas to firm the market position in these countries.

5 .0 Political and Legal Factors

Since aerial service involves with different countries and different regulations, political and legal environment play a curial role in the globalisation of Qantas.

Because of the different economic development system, government regulate the Visa on arrival and Short term Entry-Exit. This restriction limits the globalisation of native aerial service companies, especially for Qantas, which has a large amount of transit passenger flow. Major transit cities in mainland China do not approve the Visa on arrival. This regulation raises the barrier for Qantas to develop frequent air routes in China. However, Qantas will face less pressure in those cities opening Visa on arrival and short term Entry-Exit.

Besides, the development and management of international airports will improve the process of globalisation. A thorough airports offer more channels for the aerial service company to develop its international marketing. Meanwhile, the global client’s relation maintenance and development would be influence by the quality of airports. To some extent, the globalisation of air companies also requires the globalisation of airports. An increasing number of star-level international airports would lower the threshold for Qantas to enter different countries.

6.0 Cultural Factors

Passengers from different countries have different travel and consumption customs. These culture differences would bring challenges and opportunities for Qantas in the process of globalisation. Besides, the differences of language, religion, value, attitude, aesthesis also impacts passenger’s choice in various districts.

Qantas creates a friendly consumption environment proactively, in order to promote its brand reputation and influence on a global scale. For instance, Qantas established cooperation with restaurants, cafes and bars in different countries and different airports. Passengers could get credits with consumption behaviour in those places. As a result, Qantas not only develop various supplementary services, but also build up its public reputation globally.

With the participation of more and more businesses, Qantas obtain a global recognition and public reputation. Furthermore, Qantas builds up its own consumption culture.

Additionally, providing customized and localized services will reduce the culture barrier to some extent. For instance, launching more local food and providing multi-language service attract more new clients to select Qantas (Thomas, 2011).

7.0 Conclusion

Various factors impact the market development of Qantas, including regional economic development level, passengers’ consumption behaviour, national support policies, traffic rights openness, and aviation market development level. As the development of domestic economy and the improvement of consumption level, travelling by air has become a popular consumption custom.

Qantas utilized a highly integrated platform to tighten the relation with their passengers and developed its brand influence on a global scale. This platform creates a friendly consumption culture.

Similar with other large company, Qantas also need to make a choice between globalisation and anti-globalisation. On one hand, globalisation would bring more powerful brand influence. Qantas integrated different businesses into its own platform in a global scale in order to develop a high engagement level with its passengers. With this marketing strategy, Qantas could easily build up a public reputation among the passengers from different continents.

Qantas processes rich resources, including experience, great brand image, and advanced facilities. These factors help Qantas to establish international cooperate relations and focus on different market segmentation.

51due留学教育原创版权郑重声明：原创留学生作业代写范文源自编辑创作，未经官方许可，网站谢绝转载。对于侵权行为，未经同意的情况下，51Due有权追究法律责任。

51due为留学生提供最好的悉尼Assignment代写服务，亲们可以进入主页了解和获取更多assignment代写范文 提供美国作业代写服务，详情可以咨询我们的客服QQ:800020041哟。-xz